From an original scope to relocate a Mercedes-Benz regional Parts Distribution Center, into an existing 415,000 square foot building, this project evolved into the designing of a state-of-the-art multi-use space, housing four distinct business units. Integrating the Sales Operations Southern Region Office, Quality Evaluation Center, Learning and Performance Center, and a stunning showroom into a warehouse initially only intended to be used for the Parts Distribution Center had challenges due to the specific requirements of each entity. Mercedes-Benz knew that incorporating these national and regional components together into one space would result in operational efficiencies, but this project needed to stick to a tight timeline in order to maintain exceptional service and not disrupt supply chain.
Synonymous with quality and efficiency, when Mercedes-Benz needed to integrate multiple distinct business units into one cohesive space, they turned to the experts at Cuhaci Peterson.
Project Key Facts
“We needed to fast track a project in Jacksonville, Florida, which had numerous scope changes from different stakeholders, both here in the U.S. and abroad. Cuhaci Peterson was there for us with constant communication and unparalleled collaboration, accepting any challenge with a can-do mindset, and ultimately making our project needs a reality.”
Willi Goosen, Executive Project Manager, Mercedes-Benz USA (at time of project)
“Constant communication and unparalleled collaboration were required to fast track the Mercedes Benz project in Jacksonville, FL as the scope was being defined and changed constantly by a variety of end user groups both overseas and domestically while the turnover timeline remained the same. The Elkins and Cuhaci Peterson teams accepted the challenge adopting a “whatever it takes” attitude by both teams to make the owner’s needs a reality.”
Rob Crow, Vice President, Elkins Construction (at time of project)
With the addition of more operations, our team quickly identified the need to increase the lease area to include the entire building and build a 19,000 square foot mezzanine that would ultimately house the regional office.
The Challenge
The incorporation of the regional office led to a variety of necessary modifications to the existing structure in order to support the mezzanine and the elevator to access it. Additionally, our team designed and applied innovative solutions to natural lighting and sound-proofing to minimize noise interruptions from the airport. Similar considerations were needed for the other entities as well. An explosion-proof room had to be created, clearance solutions to allow for the additional height of Sprinter vans, and a last-minute addition of an indoor parking area for 100 fleet vehicles were some of the incredible challenges our team expertly executed.
With a rigorous deadline, and a brand that demands excellence in all areas, our team needed to not only approach this project with ingenuity but also with the understanding that Mercedes-Benz was looking to not just move into a new space, but to create something incredible. The integration of all different elements into one shared building required a revolving door of communication between Mercedes-Benz USA, the general contractor, and the Cuhaci Peterson team. But the traditional format of review-feedback-approval would simply not work for this project. To stay on track and meet the deadline, our team needed to implement a new process as slick as the S-class itself!
This project is just one of many industrial facilities in the CP portfolio, but we continue to use this example not only because of the recognizable Mercedes-Benz brand name, but also as an example of how this project highlights how our years of innovative, dynamic, and collaborative problem-solving abilities translate to any market. We chose to innovate, pivot, and adapt, in order to deliver an exceptional end result.
The Solution
The Cuhaci Peterson team knew that with the strict time constraint, we needed to be strategic in every aspect of the project. The first thing to go was the traditional approval process. Every moment was precious and by revamping this process into a more streamlined approach, we felt confident that the deadline would be attainable.
We determined that the best solution would be to adopt a one-room design concept, bringing representatives from all parties around a shared REVIT (building information modeling software) rendering to allow instant feedback on how incorporation of an element would impact surrounding environments. We were able to produce and document elements all within REVIT, which we could then use to present the final construction documents. The implementation of the one-room design allowed us a flawless collaboration between European team members and those of us in the Orlando conference room, shaving precious time off of the otherwise often daunting feedback-approval process.
With a strict deadline to meet, having The motivated client and team made for a dynamic project that was heralded by MBUSA and received an ABC Eagle Award in Construction Award in 2011.
